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Moderating role of corporate reputation in the influence of external support on organisational resilience and performance

Anna Zabłocka-Kluczka
Anna Zabłocka-Kluczka
 and 
Anna Sałamacha
Anna Sałamacha
   | Oct 15, 2020
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Published Online: Oct 15, 2020
Page range: 87 - 102
Received: Mar 10, 2020
Accepted: Sep 10, 2020
DOI: https://doi.org/10.2478/emj-2020-0021
Keywords
© 2020 Anna Zabłocka-Kluczka et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Fig. 1

Influence of external support on the organisational performance through organisational resilience
Influence of external support on the organisational performance through organisational resilience

Fig. 2

Model for the influence made by external support on the organisational performance through the organisational resilience and the moderating role of corporate reputation
Model for the influence made by external support on the organisational performance through the organisational resilience and the moderating role of corporate reputation

Fig. 3

Results of moderating effects in the mediation model
Results of moderating effects in the mediation model

Research sample characteristic

Age of the organisationManufacturing organisationsTrade organisationsService organisationsTotal
less than a year in the market167225
1–5 years in the market43201477
5–20 years in the market472533105
more than 20 years in the market22102355
Total1286272262
serving local markets673945151
serving global markets552027102
Total1225972253

Defined variables and the results of the reliability analysis of scales

No.VariableNo. Of scalesCronbach's αFactor analysis (%)MSD
1Corporate reputation80.87152.6253.510.76
2External support60.82453.3133.420.95
3Organisational resilience40.80963.6593.290.87
4Organisational performance100.87346.8173.410.69

Correlation analysis of analysed variables

Organisational resilienceExternal SupportCorporate reputation
External supportr0.549**1
Sig.0.000-
N256262
Corporate reputationr0.606**0.570**1
Sig.0.000 0.000-
N249253255
Organisational performancer0.541**0.484**0.590**
Sig.0.0000.0000.000
N247251246

Organisational resilience as the mediator of the relationship between external support and organisational performance

MediatorDirect effect valueIndirect effect valueBoot LLCIBoot ULCIR2
Organisational resilience0.20120.15680.09940.22170.3467

Regression model statistics

Model descriptionR2Delta R2Moderator coeff.Standard errort STATP Value
Separate relationship
External supportModeratordependent v.: org. performance0.4220.0300.1350.0383.5470.0005*
External supportModeratordependent v.: org. resilience0.4510.0120.1060.0462.2810.0234*
Organisational resilienceModeratordependent v.: org. performance0.4560.0490.1790.0394.6090.0000*
Mediation model
External supportCorporate reputationModeratordependent v.: organisational resilience0.4410.0130.1080.0472.3020.0222*
External supportOrganisational resilienceCorporate reputation0.472
Moderator 1 (Ext.Supp x Corp.Rep)0.001−0.0310.059−0.5150.6068
Moderator 2 (Org.Res x Corp.Rep) dependent v.: Org. performance0.0230.1960.0623.1800.0017*
eISSN:
2543-912X
Language:
English
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Journal Subjects:
Business and Economics, Business Management, Industries, Transportation, Logistics, Air Traffic, Shipping, Engineering, Mechanical Engineering, Production Technology, Process Engineering and Industrial Engineering
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